Sublime
An inspiration engine for ideas
no boring presentation to sit through: just action steps which people commit to. It’s strategy through activity: Try something, anything, but act—now!
David H. Maister • Managing The Professional Service Firm
Everyone has a particular capacity for tolerating conflict. Some people are comfortable working through conflict, while most avoid it entirely or try to get through it as quickly as possible. But surfacing the relevant conflicts is essential when an organization is falling short of its aspirations.
Ronald A. Heifetz • The Practice of Adaptive Leadership: Tools and Tactics for Changing Your Organization and the World
“He who has learned to disagree without being disagreeable has discovered the most valuable secret of negotiation.”
Tahl Raz • Never Split the Difference: Negotiating As If Your Life Depended On It
Negotiation Genius: How to Overcome Obstacles and Achieve Brilliant Results at the Bargaining Table and Beyond
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EFFECTIVE INTERVENTIONS MOBILIZE people to tackle an adaptive challenge. They may be designed to make progress at any point in the process:
Ronald A. Heifetz • The Practice of Adaptive Leadership: Tools and Tactics for Changing Your Organization and the World
proposition: Separate the people from the problem.
Roger Fisher, William L. Ury, Bruce Patton • Getting to Yes: Negotiating Agreement Without Giving In
Le processus avant une série de discussions : Si ce n’est pas encore fait, choisissez un segment de clientèle précis et accessible Avec votre équipe, décidez de vos 3 grands objectifs d’apprentissage Si c’est pertinent, décidez des étapes suivantes et des engagements idéaux Si les discussions sont le bon outil, déterminez à qui parler Créez une sér
... See moreRob Fitzpatrick • Le Mom Test: Comment parler avec les clients et apprendre si votre idée d'entreprise est bonne, quand tout le monde vous ment (French Edition)
Principled negotiation produces wise agreements amicably and efficiently. The more you bring standards of fairness, efficiency, or scientific merit to bear on your particular problem, the more likely you are to produce a final package that is wise and fair. The more you and the other side refer to precedent and community practice, the greater your
... See moreRoger Fisher, William L. Ury, Bruce Patton • Getting to Yes: Negotiating Agreement Without Giving In
